Routines and transactive memory systems: Creating, coordinating, retaining, and transferring knowledge in organizations

Argote, Linda; Guo, Jerry

doi:10.1016/j.riob.2016.10.002

Cited by 206 publications

(302 citation statements)

References 117 publications

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“…Extant literature provides several, different connotations of fast (or slow) learning, such as fast product development process (Eisenhardt and Tabrizi, 1995), fast sequential sampling (March, 2008), fast initiation of production process (Argote, 1999;Argote, Beckman, and Epple, 1990), or fast entry of new market (Lieberman and Montgomery, 1988). For the purpose of this study, we focus our discussion on the connotation of fast sequential sampling.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

How exploitation impedes and impels exploration: Theory and evidence

Piao

Zajac

2015

Strategic Management Journal

106

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Research summary: This study suggests that strategy and organizational scholars seeking to analyze the impact of exploitation on exploration would benefit by moving away from the generally assumed unitary perspective on exploitation. Specifically, we propose a multifaceted perspective on exploitation by theoretically and empirically distinguishing between repetitive exploitation versus incremental exploitation. We argue that repetitive exploitation can impede exploration and delay firms' responses to environmental changes, while incremental exploitation can impel exploration and accelerate firms' responses to environmental changes. We test our arguments using extensive longitudinal data from the hard disk drive (HDD) industry, and our supportive empirical findings highlight the relevance of our distinction between the two types of exploitation and their very different effects on exploration. Managerial summary: This study offers a solution to the puzzle of why many believe firms cannot excel at advancing existing practices and developing new initiatives, typically described as the trade‐off between exploitation and exploration. We introduce the distinction between repetitive and incremental exploitation and show that only the former type of innovation generates rigidity toward exploration, whereas the latter actually promotes exploration. More specifically, our evidence from the hard disk drive industry shows that those firms emphasizing incremental innovation (as opposed to repetition of their existing practices) were most likely to remain explorative over time, whereas firms emphasizing more repetitive innovation proved less open to changes. We discuss the implications of our findings as suggesting that firms seeking to optimize their innovativeness over the long term should strive to remain active in incrementally innovating their existing practices. Copyright © 2015 John Wiley & Sons, Ltd.

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Section: Theory and Hypothesesmentioning

confidence: 99%

How exploitation impedes and impels exploration: Theory and evidence

Piao

Zajac

2015

Strategic Management Journal

106

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“…According to Schendel (1996), LO and KM also overlap, because learning has been increasingly defined in terms of knowledge processes. For example, Argote (1999) defines learning as 'knowledge acquisition' and mentions that learning involves the processes through which members share, generate, evaluate and combine knowledge.…”

Section: Learning Organizationmentioning

confidence: 99%

Knowledge Management Capabilities and Organizational Performance in Roads and Transport Authority of Dubai: The mediating role of Learning Organization

Ngah

Tai

Bontis

2016

Knowl Process Manag

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The purpose of this study is to examine the effect of knowledge management capabilities on organizational performance in the public sector. Learning organization was included as a mediator to investigate its effect on the relationship between knowledge management capabilities and organizational performance. The conceptual framework provided a useful perspective to study knowledge management capabilities in a government setting in Dubai. Two hundred and fifty‐five usable questionnaires were collected from the survey. The respondents were executives, managers and directors of the Roads and Transport Authority of Dubai, United Arab Emirates. SPSS version 21 and amos version 20 (https://en.wikipedia.org/w/index.php?title=IBM_Corporation&redirect=no#IBM Corporation, https://en.wikipedia.org/wiki/Armonk,_New_York#Armonk, New York, NY, USA) were utilized to test the conceptual model. The findings show that knowledge management capabilities have a positive and significant relationship with organizational performance. Learning organization fully mediates the relationship between knowledge management capabilities and organizational performance. The study only focuses on the Roads and Transport Authority, which is one of the government agencies in Dubai. Recommendations are provided to offer practitioners alternative solutions to their weaknesses and set strategies to improve the effectiveness of their knowledge management capabilities to promote continuous learning in the organization. This is the first study of knowledge management and learning organization carried out in Dubai or the United Arab Emirates in the public sector. Copyright © 2016 John Wiley & Sons, Ltd.

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“…The second variable, Org_experience, indicates the cumulative number of projects completed by the company prior to the start of a given project. As we have previously discussed, prior project experience accumulates as more projects are completed in an organization (Argote 1999, Schroeder et al 2008. Following the learning curve literature, which shows that gains in experience exhibit a logarithmic form (e.g., Argote et al 1990, Baum and Dahlin 2007, Lapr e and Tsikriktsis 2006, we computed the natural log of both variables for later analyses.…”

Section: Main Variablesmentioning

confidence: 99%

Defining Problems Fast and Slow: The U‐shaped Effect of Problem Definition Time on Project Duration

Choo

2014

Production and Operations Management

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T his study examines how time spent in problem definition affects problem solving in projects such as Six Sigma projects. Our hypotheses are tested using data collected from 1558 Six Sigma projects in a company. The results show evidence of a U-shaped relationship between the amount of time spent in the Define phase and project duration. This finding suggests that spending too little time on problem definition potentially causes poor problem formulation, which leads to deficient problem solving and lengthens overall project time. On the other hand, too much time spent on problem definition can lead to unneeded delays in project completion due to diminishing returns on problem definition efforts. Furthermore, the optimal balance between spending too little and too much time depends on prior project experience and project complexity. Prior project experience reduced project completion time and weakened the U-shaped effect. Conversely, complex projects took longer and appeared to show some evidence of a stronger U-shaped effect; this suggests balancing the time spent in the Define phase was more challenging for complex projects. Our study also underscores the importance of managing project duration, as projects that were completed faster tended to be associated with higher project savings.

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Routines and transactive memory systems: Creating, coordinating, retaining, and transferring knowledge in organizations

Cited by 206 publications

References 117 publications

How exploitation impedes and impels exploration: Theory and evidence

How exploitation impedes and impels exploration: Theory and evidence

Knowledge Management Capabilities and Organizational Performance in Roads and Transport Authority of Dubai: The mediating role of Learning Organization

Defining Problems Fast and Slow: The U‐shaped Effect of Problem Definition Time on Project Duration

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